Religious Health Care
It has become increasingly important for health care organizations to use performance measures to determine how well the organization is doing. New legislation will make it costly for those institutions that fall short of the mark. There are many opportunities for a health care organization to measure performance. This paper will discuss how Religious health care, a 575 bed community hospital, should use the advise of a consulting firm to improve some of its’ core processes. The consulting firm will point out opportunities for improvement and offer suggestions on steps can be taken to insure success.
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The job of the governing board does not end with the selection of the CEO. The CEO’s performance must be annually evaluated by the governing board to make sure that he or she is fulfilling expectations, and keeping with Religious Health Care’s mission, vision statement. The governing board has not been diligent in this respect and as a consequence senior management has failed to effectively communicate the hospitals mission to its employees and the surrounding community. It is imperative that senior management conveys a single message to its’ employees, this is the only way that a mission can be understood and followed. My suggestion to the board would be to take a much more active role in monitoring and evaluating the performance of the CEO and senior management. White and Griffith said; “ sustaining the CEO-board relationship over time allows the organization and the executive to grow” (2010 p.109). As you can see, maintaining a working relationship between the CEO, board, senior leadership and the employees is best for everyone concerned.
Secondly I would encourage Religious Health Care to include employees in the decision making process as much as feasible. Obviously this is not possible for every decision that the board has to make but, when possible, employee involvement in the decision making process will solidify the belief that they are a part of a team and not just and expendable commodity. I would recommend that Religious Health Care consider including its employees in decisions such as benefits packages. If employees are part of the decision making process, management is less likely to meet resistance when implementing new programs, and make successful implementation much more obtainable. The Third recommendation I would make is to make sure that they are setting achievable goals. There is little that is more deflating than to set lofty goals just to continually fall short. White and Griffith said; “ the hallmark of successful organizations is to be future oriented, set achievable goals, achieve them, and celebrate success” (2010 p.116). When goals are achieved it is easy to keep the fire burning toward progression. Falling short of its goals repeatedly, stifles an organization, it becomes difficult to remain focused on future goals. The fourth function I would discuss with the members of the board is to continually monitor it own performance. According to White and Griffith this is accomplished through self-assessment led by a committee of the most senior members (2010 p.119). This audit will judge how well the board is fulfilling its role of identifying opportunities for improvement, maintaining management capability, adhering to their mission, and ensuring the quality of clinical care. Which brings me to my final improvement suggestion for the governing board, never cut corners when it comes to clinical care. Nothing can sink a health care organizations success faster than sub par clinical care. Religious health care has made...